Agile for Non-Software Teams
Agile for Non-Software Teams
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Agile for Non-Software Teams

Last updated on 2019-10-10

About the Book

Agile has revolutionized software development and IT, and now executives are extending Agile transformations across their organizations. But if you’re not in technology – you’re leading a group in marketing, HR, finance, or any other support function, specialized department, or business unit – what does Agile mean to your work? Would it really help you engage staff, get work done, and support the business better than you already do? If so, what changes would you need to make? How would you get started, keep improving, and sustain the change? (Spoiler alert: copying frameworks and practices that sometimes help in IT may not be a winning proposition!)

Read this straightforward book to …

  • Understand how Agile could apply to your work (even if it looks nothing like what they do in software development)
  • Start on the right foot with pragmatic advice
  • Continuously improve your approach without having to be a process expert
  • Address all the critical factors for long-term success

About the Author

Gil Broza
Gil Broza

In writing The Agile Mind-Set in 2015, Gil Broza has addressed an aching need shared by organizations worldwide. As his experience and observations confirm, many who adopt Agile pay too much attention to processes and tools, and are disenchanted with the results. Some are in denial while some are searching for a magic bullet. Still more are stranded on a mediocre performance plateau, stalled in a mishmash of "best practices," and looking for answers. With his new book Agile for Non-Software Teams, he's extending his guidance and support to other parts of business that must reckon with complexity, change, and uncertainty. In the last 15 years alone, Gil has mentored and coached more than 7,000 professionals who then delighted their customers, delivered products that mattered, and rediscovered passion for their work. He has also:

  • Worked as a development manager, team leader, and programmer for 12 years, successfully applying Agile methods since 2001
  • Coached dozens of private- and public-sector clients, large and small, including independent software vendors, IT departments, and non-software teams
  • Served as a regular writer for the prestigious projectmanagement.com (a PMI publication), contributing articles on effective Agile behaviors
  • Given keynotes and interactive talks at various conferences worldwide

Throughout his career, Gil has focused on human characteristics that prevent positive outcomes in development teams. These include limiting habits, fear of change, outdated beliefs, and blind spots. In helping teams overcome these factors, he supports them in reaching ever-higher levels of performance, confidence, and accomplishment. In 2012, he published The Human Side of Agile, the definitive guide to leading Agile teams. Gil provides workshops, consulting, facilitation services, and enablement programs to fix lackluster Agile attempts and support ongoing Agile improvement efforts. In addition, he offers much-needed services to help ScrumMasters, team leaders, and managers grow as servant leaders. He is in high demand by organizations looking to fully realize Agile's potential. Visit www.OnTheWayToAgile.com to receive Gil's popular (and free!) Something Happened on the Way to Agile mini-program. Its 20 daily training segments will help you break the cycle of Agile mediocrity and move toward the promised benefits of Agile.

Table of Contents

  • Note to the reader
  • Introduction
  • Chapter 1: It matters how you get work done
    • The significance of a way of working
    • Choose intentionally
    • The potential of Agile
    • Articulate your motivation
  • Chapter 2: How Agile differs from your current way of working
    • Tactics
    • Agile choice-making
    • Agile values
    • Agile beliefs
    • Agility has many forms now
  • Chapter 3: Listen to your team’s concerns
  • Chapter 4: Determine where you’ll try Agile for the first time
    • Inventory all the work you do
    • Narrow down the list
    • Frame the work
    • Examine the results
  • Chapter 5: Understand that it will be a journey, and it can go wrong
    • Voluntary participation
    • The experience of change
    • Don’t start with practices, frameworks, or tools
    • The risk of misalignment
  • Chapter 6: Prepare for the journey
    • When is a good time to start?
    • Get your manager and stakeholders on board
    • Prepare the team for the journey
    • Make your own preparations for the journey
  • Chapter 7: Learn enough about Agile principles to get started
    • Organize people around value creation
    • Collaborate on a product/service/solution
    • Produce outcomes of value
    • Always work on what’s most important
    • Get feedback frequently
    • Keep the cost of change low
    • Constrain the intake of work
    • Visualize the work
    • Break work down
    • Bounded team autonomy
    • Self-organization
    • Collaboration
  • Chapter 8: Design your initial way of working
    • Choose operating principles
    • Design the workflow
    • Structure the team
  • Chapter 9: Support the team during the first few months
    • Start with a kick-off
    • Finish small valuable work together
    • Make working agreements
    • Stabilize the system
    • Watch for attitudes and behaviors that hamper agility
    • Reflect and improve frequently
    • Lead intentionally
    • Assess how it’s going
  • Chapter 10: Once you get the hang of it
    • Continuous improvement
    • Increasing the scope of Agility
    • Metrics and measurements
    • Warning, dangers ahead
  • Epilogue: A glimpse into the future
  • Stories from the field
    • Marketing team at a technology company
    • Office design and build-out
    • Biotech R&D
    • Field service operations center at a commercial and residential energy utility
  • Notes
  • Notes

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